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Municipal Research News
Resources for Washington's Cities and Towns
March 1997
Articles
- "Disaster Strikes...is Your Community Prepared?"
- Heads Up - Emerging Information for Cities and Towns
- Footprints & Biketracks - Pedestrian and Bicycle Safety
Conference
- Sales Tax Equalization Certification for 1997
- Spotlight On...APWA
- Web News
- Firefighters Vision Restored: Thermal Imaging
- Ask MRSC
- Resource Sharing - Information Partnership Program
- New Ordinances
- New Acquisitions
Municipal Research News is published quarterly by the Municipal Research & Services Center of Washington, 2601 Fourth Ave, Ste 800, Seattle, WA 98121-1280. Your ideas and comments are appreciated. If you have news you would like to share or if you would like to write a short feature article, please contact us.
Editor: Connie Elliot
Desktop Designer: Holly Martin
PUBLICATION CORNER
Coming soon to your city... Code City Handbook, Handbook for City Officials of Washington Optional Municipal Code Cities, Report No. 37. Look for it shortly!
DISASTER STRIKES... IS YOUR COMMUNITY PREPARED?
Municipal Research News - March 1997
Disaster! An earthquake (6.1 magnitude) shakes a small town for ten sEconds breaking windows, toppling chimneys, and knocking a few buildings off their foundations, including the town's only firehouse.
Disaster! A snow and mudslide causes a train derailment, overturning and rupturing two steel tankcars filled with deadly chlorine gas.
Disaster! After weeks of heavy rain, local rivers overflow their banks, destroying homes and businesses, and contaminating the local water supplies.
Disaster! A swift burning fire engulfs the only industry supporting a small city's fragile Economy.
Disaster! A leaking tanker spills thousands of gallons of crude oil off the shore of a thriving coastal community.
Disaster! Mount Rainier is no longer dormant.
Planning for Disaster
The above emergency scenarios are possibilities for the residentsof Washington State. Geological forces, climatic conditions, and potentially dangerous technologies contribute to the threat of storms, floods, earthquakes, fires, spills, and a dozen other possible disasters that threaten lives, homes, property, and cost millions of dollars each year. The 1996 holiday storms caused twenty-four deaths and an estimated $300 million in damages, $160 million for public facilities and roads alone. Thirty-six counties have been included for federal disaster relief for public assistance and hazard mitigation programs, and twelve counties are receiving federal disaster aid for individuals and businesses.
Every city copes with emergencies. Police and fire crews respond to small emergencies each day. But how do local city and town officials cope with the staggering costs of responding to and recovering from an emergency disaster situation? How do city departments coordinate and delegate responsibilities in the event of a disaster? How do citizens keep informed and remain vigilant in protecting their family and community from forces that threaten their safekeeping? The answer - Emergency Management.
What is Emergency Management?
Emergency Management is the coordinated effort of federal, state, and local officials to protect the people, property, Economy, and environment of Washington State by establishing guidelines for statewide mitigation, preparedness, response, and recovery activities. Or, to put it more simply, Emergency Management is a working plan to deal with disaster before, during, and after it occurs. In Washington State, emergency management consists of a standardized plan designed to have all governmental bodies working in a coordinated effort. This plan designates Emergency Support Functions (ESFs) to government agencies involved with a disaster. (For example, the State Department of Transportation and over a dozen other government agencies have transportation designated as their ESF. If a city had its roads destroyed at a disaster site, these agencies would be responsible for fixing the problem.) This plan has been developed, effected and maintained according to several state and federal laws, and is carried out by a network of emergency management organizations.
The Emergency Management Organizations (EMOs)
The Federal Emergency Management Agency (FEMA) is responsible for federal government emergency activities and monies. If a large scale disaster should occur and the state requests help, FEMA coordinates the federal response (such as calling out the Army Corps of Engineers) using the Emergency Support Functions concept as a guide, and helps assess damages for monetary compensation.
The Washington State Military Department, Emergency ManagementDivision (EMD), is responsible for the coordination and control of state and local agencies in handling an emergency. If a city or town finds itself overwhelmed with an emergency situation, the EMD is the first place they phone. (See the sidebar on page 6.) Direction and control of emergency management is the responsibility of the governor and a myriad of other state and local officials, who delegate to persons selected in advance, operational functions to carry out during an emergency. Once the governor declares an emergency, the responsibility of responding to and mitigating the crisis falls to a prearranged chain of command, starting with the Director of EMD down to the local public works person who is supervising the filling of sandbags.
Local governments, or "political subdivisions" (counties, cities and towns), are responsible for emergency planning and response at the local level. The Revised Code of Washington (RCW), section 38.52.070, directs all political subdivisions to establish and maintain emergency management organizations according to state and federal guidelines. Cities and counties may cooperate in establishing a local emergency management organization and share the expenses involved. Like the state, local emergency management organizations have a chain of command headed by an appointed director who administers and directs local emergency management activities. The Washington Administrative Code (WAC), section 118-30-040, directs each political subdivision to develop, promulgate, and submit a comprehensive emergency management plan to Washington State Emergency Management division.
These are the Emergency Management Organizations in place in Washington State. They include government officials and civic minded individuals who are each delegated specific responsibilities and tasks to perform in the event of an emergency. But these responsibilities are not just assigned piecemeal. These emergency workers and their responsibilities are identified and defined in a document known as an Emergency Management Plan.
The Emergency Management Plan
A Comprehensive Emergency Management Plan (CEMP) is the document that defines and determines what to do in the event of an emergency. It describes the mission, scope, situation, policies, concept of operations, and the general responsibilities for emergency management activities. A CEMP will detail the constructs of the Emergency Management Organization (EMO), give the scope and details of each Emergency Support Function (ESF), and then outline the procedures for implementing the plan's concepts when disaster strikes.
Emergency Planning Process - For a city or town, the local government creates a Comprehensive Emergency Management Plan byfirst identifying their organization and components. Why does this plan exist? Whom is it designed to serve? To whom does the plan apply? The CEMP needs to define its physical and legal jurisdictions. It must create and outline the Emergency Management Organization's operational structure, define who is in charge and of what. EMOs consist of government officials and employees who have a knowledge and interest in public safety issues. Civic organizations, such as the Red Cross or a local church group, are often part of the local EMO. The mayor, city manager, and departmental managers will usually take on designated emergency support functions related to their civic duties. If a mayor controls city administration, he will probably act as the emergency operations director. A fire chief will probably be responsible for emergency fire protection, the city clerk may be responsible for emergency information operations, and a local school or church may be responsible for emergency shelter, food, and first aid. These Emergency Support Functions (ESFs) are standardized operations, governed by WAC 118-30-060 rules. It is relatively easy to assign personnel to coordinate and perform them. Once the EMO has been established and ESFs assigned, the process of creating emergency administrative procedures and policies for disaster mitigation, preparedness, response, and recovery activities then begins.
Emergency administrative procedures are the rules and regulations of emergency management. They include decisions such as which radio channels are to be used for communication, when are conditions necessary for intergovernmental agreements to be honored, what resources should be used for which emergency. Many details must be worked out to cover every possible scenario and are then documented into an organized cohesive manual.
These procedures are used for emergency response training. Government and agency employees involved in the Emergency Management Organization must be taught how to respond in an emergency situation. Comprehensive Emergency Management Plans may include emergency job descriptions outlining the roles and responsibilities of each Emergency Support Function participant. Even citizen volunteers should have a description of their duties. Emergency workers should know what is expected of them. One effective training method is the "mock emergency" where a hypothetical emergency situation is created and EMO participants role-play their duties. The mock emergency affords an opportunity to spot operational strengths and weaknesses.
EMOs not only define supervision and authority for emergency management activities, but are also responsible for creating and disseminating a public information program. (If disaster strikes, who are you going to call?) Public information services alert the citizenry about what to do before, during, and after an emergency. It can also help local businesses and homes in creating their ownemergency management plans.
Mitigation
Mitigation involves analyzing the hazards that a city potentially faces and developing methods for reducing their impact. This process is known as Hazard Identification and Vulnerability Analysis (HIVA). If a city has a river running through it, then flooding is a potential hazard. If a lumber yard is part of the local Economy, then fire is a hazard. The EMO must take a detailed look at all the natural and manmade hazards affecting their jurisdiction, make an analysis on who/what is impacted by a potential disaster, and come up with recommendations to alleviate these hazards.
Preparedness
Once the HIVA is completed, WAC section 118-30-060 requires each city and county to maintain their plan of emergency operations based on their hazard analysis. Steps to prepare for a defense against potential disasters are formulated to be carried out by each agency responsible for their Emergency Support Function. Activities could include everything from stocking up on emergency supplies to buying earthquake insurance. Any action taken to reduce possible injury and loss, including training and educational activities, is preparatory to creating an effective emergency response.
Response
Once an emergency arises, response activities include those that directly save lives and property, minimize damages, and enhance emergency support functions. Each ESF, from transportation to energy, coordinates its efforts through an Emergency Operations Center (EOC). An EOC is the command and communications center for response operations, usually located in a building that is safe and secure. An EOC locale may vary depending on the nature of the disaster, perhaps even be mobile. Being flexible during a disaster is necessary, because sudden change is normal. When planning emergency response, EMO members may also decide to be flexible in their choice of emergency directors. If a major fire is threatening a city, it may make more sense to have the local fire chief direct emergency operations rather than the mayor. This chain of command can be defined during the planning process.
Recovery
After a disaster situation has passed, there are still recovery activities to complete. These include restoring lost utilities such as gas, water and electric. Public roadway clean up, clearingdebris, rEconstruction and repairs are all actions aimed at returning life to normal. It is important to conduct a damage assessment as soon as possible to determine the amount of damage to roads and buildings and the monetary cost to the city. The city may qualify for state and federal disaster relief.
Post Disaster
Often a large scale disaster may have lingering effects on a city or town. Some cities and towns devastated by earthquakes and hurricanes, fires and floods never completely rebuild. Emergency Management is a continual process, and like all working plans, must change with the circumstances that dictate its existence. Even if a major disaster never takes place, it is recommended that a local Comprehensive Emergency Management Plan be revisited and retooled every four years. The health, safety and welfare of each local Washington community depend upon it.
By Drew Derby, Former MRSC Librarian
For a list of selected references on Emergency Management contact the MRSC Library or visit our Web site at http://www.mrsc.org.
STATE OF EMERGENCY
EMERGENCY CONDITIONS MAY NECESSITATE EMERGENCY MEASURES
Evacuations, Curfews, Martial Law
Many Washington cities provide for emergency powers of the mayor in their municipal codes, parallel to those of the governor in RCW 43.06.220 which allows him or her to:
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establish curfews, restrict assembly, prohibit manufacture, sale, transfer,
use or possession of flammable liquids or incendiary devices, restrict possession
of firearms, prohibit the sale or purchase of alcoholic beverages, restrict
use of certain roads, streets or highways and restrict the sale, use or possession
of other goods or commodities as necessary to preserve and maintain life, health,
property or the public peace.
The Seattle Municipal Code (Sec. 10.02.020 & Sec. 2.040.030), Bellevue City Code (Sec. 9.22.020) and Chelan Municipal Code (Chapter 9.12) provide good examples.
Emergency evacuations have two sources of authority. First is the general emergency authority given to the mayor (or as delegated bythe mayor to police chiefs, etc.) by municipal code sections such as described in the preceding paragraph. More specific authority is given to fire chiefs and building officials in the Uniform Fire Code and Uniform Building Codes. Seattle Municipal Code Sec. 15.38.060 covers evictions and evacuations made necessary by emergencies.
Declaration of complete or limited martial law is a power reserved to the governor in his role as Commander in Chief of the State's military forces. RCW 38.08.030 states:
The governor may by proclamation declare the county or city in which troops are serving, or any specific portion thereof, to be under either complete or limited martial law to the extent, in his or her opinion, that the reestablishment or maintenance of law and order may be promoted. "Complete martial law" is the subordination of all civil authority to the military; "Limited military law" is a partial subordination of civil authority by the setting up of an additional police power vested in the military force which shall have the right to try all persons apprehended by it in such area by a military tribunal or turn such offender over to civil authorities within five days for further action, during which time the writ of habeas corpus shall be suspended in behalf of such person.
A mayor, county commission, etc., may request the governor to establish a state of martial law, should conditions warrant.
Price Controls
During an emergency, opportunity exists for higher than normal profits to be made on goods and services related to the emergency. While municipalities probably have the authority (McQuillin, Municipal Corporations, volume 7, 3rd ed. rev., 24.397 and Pestrel, Inc. v. King County, 77 Wn.2d 144, 459, P.2d (937 (1969)) to regulate prices of these goods and services, enforcement is fraught with real and imagined difficulties. If a city has documented cases of price gouging and clearly exorbitant profits being made, it may be better to discuss those instances directly with the businesses involved or report them to the local Better Business Bureau. We are not aware of any cities in the state that have provisions in their codes for price controls during an emergency.
CONTRACTING AND PURCHASING UNDER EMERGENCY CONDITIONS
Contracting
Suspension of Bidding Requirements - Under emergency conditions, where it is essential to the health, safety, or welfare of the people that immediate action be taken, a public works contract may, in all classes of cities and towns, be let without following statutory competitive bidding requirements.
If an emergency is found to exist, the city council should pass, as soon as possible, a resolution declaring the emergency, reciting the facts constituting the emergency, and waiving the bid requirements. The provisions regarding notice for a special meeting do not apply in emergency situations.
Even though bid requirements can be waived, it is probably a good idea to follow the bid procedures to the extent possible to assure the lowest possible price to the municipality and general fairness to competing contractors or suppliers.
Bonds and Retainage - Performance and payment bonds are not required for contracts in extreme emergencies.
As most emergency contracts are short and, typically, only one payment is made upon completion, no formal retainage amount need be withheld. Full payment should not be made until clearances from the Department of Revenue, the Department of Labor and Industrial Services and the Employment Security Departments have been obtained.
Prevailing Wages - Chapter 39.12 RCW requires that prevailing wages be paid on all public works. RCW 39.12.040 requires an "Intent to Pay Prevailing Wages" and an "Affidavit of Wages Paid," before initial payment and final payment, respectively.
Unemployment Compensation Contributions - RCW 50.24.125 states in part that: "Delinquent payments in lieu of contributions due the unemployment compensation fund and interest and penalties may be recovered from any of the political subdivisions of this state or any instrumentality of a political subdivision of this state by civil action."
Before final payment under an emergency contract, a city should obtain a Certificate of Payment of Contributions, Penalties and Interest on Public Works Contract (EMS 8449 760 R7-84) from the Employment Security Department. This certificate ensures that contractor and subcontractors have in fact paid any taxes due the Employment Security Department, and that the Department has released its lien on the retainage, per RCW 60.28.040.
Sales and Use Taxes - Before final payment under an emergency contract, a city should obtain a release form from the Department of Revenue signifying that all applicable use and sales taxes havebeen paid and that the Department releases its lien rights.
Purchasing
In bona fide emergencies, purchases of equipment, materials and supplies are not subject to the normal requirements for advertisement and competitive bidding. However, any such purchase should be justified by the nature, duration and magnitude of the emergency.
Use of City Forces
Under normal circumstances, RCW 39.04.020 requires a city to publish, at least once in a legal newspaper of general circulation and at least fifteen days before beginning work, an estimate and description of public works that are to be accomplished with its own forces and that exceed $25,000. When an emergency requires the immediate execution of such public work, "upon a finding of the existence of such emergency by the authority having power to direct such public work to be done and duly entered of record, publication of description and estimate may be made within seven days after the commencement of the work."
More information on contracting and purchasing under emergency conditions can be obtained from the MRSC Web site http://www.mrsc.org or calling John Carpita, MRSC Public Works Consultant.
WHAT CONSTITUTES AN EMERGENCY OR DISASTER?
Emergency or disaster is defined in RCW 38.52.010 (6) (a) as follows:
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"Emergency or disaster" as used in all sections of this chapter .
. . shall mean an event or set of circumstances which: (i) Demands immediate
action to preserve public health, protect life, protect public property, or
to provide relief to any stricken community overtaken by such occurrences, or
(ii) reaches such a dimension or degree of destructiveness as to warrant the
governor declaring a state of emergency pursuant to RCW 43.06.010.
If a governor's declaration of emergency is large enough, indicating an overtaxing of even the state's resources, the governor then asks the President of the United States for declaration of an emergency which in turn triggers availability of federal resources to assist the state's citizens. This is what occurred recently in Washington with the severe storms which beganon December 26, 1996.
How to Declare a State of Emergency
If your city or town experiences an event beyond its own capability to handle, the process of declaring a state of emergency should be considered.
The Washington State Office of Emergency Management, which is now a part of the Washington State Military Department, is your primary resource in general emergency situations.
The first step is to phone the State Office of Emergency Management at 1-(800)-258-5990. If there are other emergency situations occurring, the state will have already activated its own emergency management center, and you will be referred directly to the center. The emergency phone number there is 1-(800)-854-5406.
The State Office of Emergency Management is equipped to immediately FAX you a copy of the proper format for a declaration of an emergency, with instructions of the requirements for exercising it. They will also include initial instructions for record keeping and other steps required. You will be expected to follow those instructions until you receive further guidance.
Authority for emergency action and spending during declarations of a state of emergency for the various levels of local government in Washington are:
- Cities and towns less than 300,000 population RCW 35.33.081
- Cities more than 300,000 population RCW 35.32A.060
- Counties RCW 36.40.180
- All political subdivisions RCW 38.52.070 (2)
HEADS UP
Municipal Research News - March 1997
Emerging Information for Cities and Towns
This quarter's column features several success stories from cities around the state. Saving money is a theme common to all of these stories. Additional stories are posted on MRSC's Web site at http://www.mrsc.org. You can easily find these summaries by clicking "What's New" on the main page, which will link you to "$UCCE$$ $TORIE$." MRSC wants to hear your city's success stories too.
$UCCE$$ $TORIE$
Landscape Material Recycling - Kirkland
The Parks Manager works regularly with the Planning Department to identify upcoming construction sites, where demolition and removal of old landscaping will be taking place. After approval is received from the property owner, park crews remove mature trees, plants, landscape materials, rock, etc., that can be used for city park and landscape projects. This approach has saved significant money, allowed the city to install more mature landscaping than would be possible through purchase, and reduces waste being sent to the landfill. Contact Mark Johnston at (206) 828-1222 for more information.
Work Involvement Now (WIN) Program - Lacey
This is possibly the most popular and successful program ever initiated by the city of Lacey. In April 1994, the city council adopted a resolution to "encourage youth groups to participate in projects that foster community pride, enhance and beautify neighborhoods and business districts, improve public safety, and expand involvement by youth in the community." The WIN program was an outgrowth of this effort to involve youth in the community.
The council allocated $5,000 to the program in 1994 and increased the amount to $10,000 in 1996 because of its great success. Applications are accepted from youth organizations (e.g., boy and girl scout organizations, track teams, softball teams, 4-H, school clubs) from throughout Lacey's school district. A list of projects is provided by the city's field maintenance supervisors along with an application packet. Groups earn up to $250 for accomplishing a public improvement project of their choice. Projects vary significantly, but include painting fire hydrants, spreading beauty bark, creating trails, picking up litter, washing street signs, stenciling storm drains, painting well and pump houses, and planting flowers and trees.
Adult supervision is provided by parents and group leaders. Because the ages of participating youth range from 8 to 18, the city has some discretion over the types of projects they can perform.
All of the projects are those that need to be accomplished, but are often set aside because of other higher priority duties. Field supervisors have high praise for the work of the kids and their leaders. Work is performed that they otherwise might not be able to complete and often is accomplished at one-third to one-half the cost. Community youth learn about civic responsibility and community pride. This is a "win/win" program.
Shop Lifting Program - Kennewick
In an effort to reduce the amount of police response time to shoplifting activities at the local shopping mall, police officers have trained security personnel at mall businesses to handle these incidents. Mall security staff obtains the necessary information from the perpetrator and transmits that information to the city attorney, who reviews the material and files the appropriate action. Police had been spending as much as two hours per shoplifting case in response to calls for service. From July 1995 to November 1996 the reduced call volume has saved the city approximately $29,000 in officer time, freeing officers for higher priority activities. Additionally, there has been a reduction in record keeping costs. For more information contact Officer Jay Compton, Kennewick Police Department at (509) 585-4212.
Fiber Optic Franchise Agreement - Tacoma
The city of Tacoma owns the Tacoma Eastern Railroad. The "Train to the Mountain" project was undertaken by Tacoma to develop an excursion service with freight service options to enhance tourism and business development within Tacoma and Pierce County. Eventually this project will carry passengers from Tacoma to the Mount Rainier area. Washington State Department of Transportation policy does not allow fiber optic installation on interstate highways, except for under crossings. Therefore, fiber optic companies are seeking to enter agreements with railroad owners for installation of trunk lines between cities. The city of Tacoma has negotiated a franchise agreement with a fiber optic company that will result in the installation of fiber optic conduit along the Tacoma Eastern Railroad's right-of-way. This will generate approximately $40,000 in additional revenue for the railroad. For more information, contact Craig Sivley, Assistant Public Works Director/City Engineer, (206) 591-5526.
Shared Information Systems Manager - Walla Walla
In February 1997, the Walla Walla City and County expect to reach agreement to share the costs of an Information Systems Manager. Estimated cost savings to the City is $30,000. Contact person is Jim Turpie, Support Services Director, at (509) 527-4540.
FOOTPRINTS & BIKETRACKS
Pedestrian and Bicycle Safety Conference To promote programs, policies and facilities that encourage safe walking and
bicycling. Call for Presentation Proposals
The Conference Committee is looking for presenters. If you have a project or
program, research, or an idea, contact NOWBIKE, (206) 224-9252, for submission
guidelines. Proposals must be received by April 7, 1997. Conference Steering Committee: King County, City of Seattle, Northwest Bicycle
Federation, Puget Sound Pedestrian Coalition, Washington State Department of
Transportation, Washington Traffic Safety Commission For additional information about the conference call:
The sales tax equalization payments certified for 1997 are given on the following
page. The 70 percent figure for the first half cent of the 1996 city sales tax
collections, to which payments were equalized for 1997, is $56.61. Every jurisdiction
that earned a per capita sales tax for the first half cent that is less than
this amount will receive an equalization payment in 1997 that makes up the difference.
The Department of Revenue multiplied this difference by each city's April 1,
1996 population. If your city levies both half cents of the sales tax, the department
doubled the amount to calculate the total for which your city is certified.
Remember, however, in 1997, as in 1996, there will not be enough money to fully
equalize your sEcond half cent. Cities that levy only the first half cent of
the sales tax are guaranteed the amount shown in the table. Cities that levy
both half cents will receive less than that shown in the table. Refer to the
discussion in Budget Suggestions for 1997 if you cannot remember how this works. How's the sales tax equalization forecast doing? Almost right on target. Our
forecast in Budget Suggestions for 1997 was made in July 1996. We forecast that
every city would receive the full amount for which they are certified on the
first half cent. We alsoforecast that cities levying the sEcond half cent would
receive 60 percent of the amount they are certified for (i.e., they would be
cut back 40 percent), averaging out to about 20 percent on the full cent of
the sales tax. In July, there were a number of unknowns. Some of those are now more predictable.
For example, we know the amount for which existing cities qualify. (Our apologies
to newly incorporated cities - by "existing cities" we mean those
that were in existence during all of 1996.) It is almost exactly equal to the
amount assumed in the July forecast. And, based on seven months' revenues, it
appears that our forecasts for Edgewood and Lakewood are close to the mark.
So the remaining unknown is the supply of motor vehicle excise tax receipts.
Right now, the forecast for MVET is a little higher than it was in July. To summarize, if you only levy the first half cent of the sales tax, you can
count on the amount shown in the table. If you levy both half cents, multiply
the amount in the table by 80 percent (20 percent cutback) to get your estimate.
(Remember, cities that levy both half cents of the sales tax will not receive
the total for which they are certified. Please refer to the accompanying narrative.
Airway Heights $70,442.23 Albion 65,945.18 Algona 59,623.53 Almira 7,131.35 Anacortes 93,435.30 Asotin 45,394.89 Bainbridge Is 822,353.70 Beaux Arts 17,437.22 Benton City 112,055.04 Black Diamond 105,397.07 Bonney Lake 359,146.16 Brewster 19,390.97 Bridgeport 187,890.04 Brier 613,281.20 Buckley 148,079.84 Bucoda 49,675.04 Burien 192,630.82 Carbonado 61,654.06 Carnation 46,282.98 Cashmere 143,720.62 Castle Rock 32,344.53 Cathlamet 9,311.12 Cheney 332,289.61 Chewelah 58,813.86 Clyde Hill 265,034.26 Colfax 18,381.97 College Place 612,567.20 Colton 31,717.98 Conconully 15,820.97 Concrete 47,559.30 Connell 150,468.37 Cosmopolis 36,708.42 Coulee Dam 82,455.73 Coupeville 9,869.08 Creston 21,624.14 Cusick 12,880.17 Darrington 68,061.09 Dayton 103,680.38 Des Moines 1,724,124.84 Duvall 183,894.62 Edmonds 1,124,199.41 Electric City 88,796.28 Elma 20,212.45 Elmer City 31,243.92 Endicott 31,107.75 Entiat 24,307.84 Ephrata 38,423.38 Everson 69,794.11 Fairfield 12,293.75 Farmington 13,485.95 Federal Way 443,050.41 Ferndale 103,507.26 Fircrest 477,753.46 Forks 109,288.08 Garfield 36,968.03 George 19,222.38 Gold Bar 116,228.21 Goldendale 27,562.84 Grandview 406,521.54 Granger 200,140.61 Hamilton 19,350.41 Harrah 35,186.92 Harrington 32,607.01 Hartline 16,553.83 Hatton 12,991.43 Hoquiam 497,127.83 Index 2,307.21 Ione 20,372.17 Kahlotus 18,627.85 Kettle Falls 71,883.63 Kittitas 84,970.21 Krupp 4,339.37 La Center 46,556.86 La Crosse 16,767.64 Lake Forest Park 1,128,859.30 Lake Stevens 243,028.06 Lamont 9,801.75 Latah 6,047.20 Lyman 12,950.39 Mabton 154,479.90 Malden 22,925.77 Mansfield 25,197.78 Marcus 17,642.26 Mattawa 100,333.70 McCleary 119,712.38 Medical Lake 255,366.71 Mercer Island 1,108,525.91 Mesa 10,736.15 Metaline 16,210.71 Mill Creek 324,603.87 Millwood 5,329.53 Montesano 46,238.69 Mossyrock 16,458.91 Mountlake Terrace 1,248,156.10 Moxee 57,899.58 Mukilteo 861,129.02 Naches 15,261.65 Napavine 85,996.37 Nespelem 10,487.18 Newcastle 607,774.57 Nooksack 63,973.41 Normandy Park 577,012.67 North Bonneville 47,309.45 Northport 28,763.81 Oak Harbor 578,123.92 Oakesdale 26,910.64 Oakville 40,641.57 Orting 176,621.54 Pacific 299,972.50 Palouse 62,746.04 Pateros 9,864.66 Pe Ell 36,881.86 Pomeroy 48,272.56 Prescott 17,456.57 Pullman 670,939.28 Rainier 98,340.06 Raymond 37,272.74 Reardan 18,803.21 Richland 681,889.00 Ridgefield 69,758.84 Riverside 26,211.00 Rock Island 26,481.93 Rockford 27,388.87 Rosalia 25,619.85 Roslyn 60,968.60 Royal City 69,561.32 Ruston 63,746.58 Sedro-Woolley 75,711.04 Selah 184,143.08 Shoreline 2,214,555.85 Soap Lake 75,384.99 South Bend 85,107.65 South Cle Elum 25,793.83 South Prairie 39,889.19 Sprague 26,481.50 Springdale 3,228.30 Starbuck 9,390.65 Steilacoom 502,354.01 Sultan 102,813.86 Tekoa 35,513.89 Tenino 63,773.08 Tieton 47,021.68 Toppenish 429,112.84 Uniontown 18,509.16 University Place 2,496,228.87 Vader 43,339.64 Waitsburg 83,936.14 Walla Walla 277,386.26 Wapato 209,551.94 Warden 130,199.39 Washougal 84,705.12 Washtucna 18,316.18 Waterville 73,710.19 Waverly 3,932.04 West Richland 583,700.07 Westport 41,396.16 White Salmon 33,059.85 Wilbur 13,336.34 Wilson Creek 14,549.48 Winlock 28,113.62 Woodway 40,286.15 Yacolt 7,120.73 Yarrow Point 50,346.61 Zillah 126,685.96 Total $30,013,696.14 Note: Lakewood and Edgewood are not included in the table because their equalization
works differently than that for other cities until they have a full calendar
year's history of data.
Municipal Research & Services Center works with several state wide professional
organizations in the course of serving Washington cities and towns. Among these
is the Washington State Chapter of the American Public Works Association (APWA).
Our Public Works Consultant, John Carpita, is the Chapter liaison. Nationally
The American Public Works Association is an international educational and professional
association of individuals, public agencies, and private sector companies dedicated
to providing high quality public works, goods and services. Chartered in 1938,
APWA is the largest and oldest organization of its kind in the world, with headquarters
in Kansas City, Missouri, an office in Washington, D.C., and 67 chapters throughout
North America. APWA provides a forum in which public works professionals can
exchange ideas, improve professional competencies, learn how to increase the
performance of their agencies and companies, and bring important public works-related
topics to public notice in local, state, and federal arenas. The association is a highly participatory organization, with hundreds of opportunities
for leadership and service, and a network of several national committees in
every area of public works. Governed by a 17-member board of directors, elected
at both the regional and national levels, APWA is an open, flexible association
with a diversified membership of 26,000 and a reputation for excellent services
and products. Washington State
APWA's local Washington Chapter has more than 1,000 members and more than 40
committees that explore technical subjects important to public works in this
region. Some of these committees are Municipal Engineering, Emergency Management,
Environment Manager, Solid Waste, Water Resources, Administration Management,
Transportation, Construction Standards, and Building and Grounds. Membership
is open to anyone engaged in or interested in planning, building, or managing
public works programs, both public and private sectors. Vendors are encouraged
to participate as well. A valuable benefit of APWA membership is the opportunity to exchange information
about topics of interest and to stay current with technological advances in
public works. In addition to committee work, the local chapter of APWA sponsors
semiannual conferences, a variety of workshops, telEconferences, meetings and
a quarterly newsletter. Other Washington Chapter APWA services include the following: Working closely with WSDOT and other agencies to develop and maintain design,
construction and product standards that will promote consistently high quality
public works projects throughout the State. Providing $6,000 a year in scholarship money to engineering students attending
universities and colleges in the state to further their studies. Recognizing outstanding achievement of Washington State public works officials,
consultants, and industry members with various APWA awards. Publishing, in coordination with AWC, CEAW and/or MRSC, yearly Utility Rate
Surveys and the Washington State LID Manual, now in its fourth edition, among
others. APWA welcomes the interest, support and active participation of existing and
new members. The association encourages members to get involved with committee
work and the many avenues of information sharing offered by the APWA. For additional
information about APWA, contact John Carpita, Municipal Research & Services
Center, (206) 625-1300 or Jerry Copeland, 1997 Chapter President, (509) 575-6238. APWA Spring Conference: April 9-11, 1997
Call Kathy Luna at (206) 431-3665 for information and/or a registration packet.
Usage of the MRSC Web site has exploded! Currently, over 1,800 people use the
site each week for an annual rate of over 90,000 users. The Web has taken its
place alongside the telephone, library loans, and the MRSC publication program
as a tool for us to provide you with information. The list of databases on the site continues to grow, and now includes the RCW,
WAC, a dozen municipal codes, the officials' directory, and summaries of ordinances.
"Ask MRSC," our most recent database addition, allows you to search
(or browse) questions frequently asked of the MRSC consultant staff. Over time,
we will add new questions to the database. MRSC Staff has also prepared information about a wide variety of topics such
as annexation, public records, purchasing and bidding,the hotel-motel tax, capital
facility financing, urban design, ADA, FLSA, local improvement districts, and
skateboard parks. These subject pages include an introduction to the topic,
excerpts from MRSC publications, bibliographies, and references to related statutes,
regulations, and court decisions. In some cases, such as telecommunications,
the subject page contains the full-text of ordinances from Washington State
and other states. As an aid, we post descriptions of new information we've recently added to
the site under the "What's New" heading. To find specific information,
click on the Search button, and enter in your keywords. Or browse a list of
topics in the Index. MRSC's Web site also includes an extensive list of links to other sites that
offer local government information. Just click on "Links Beyond MRSC"
on our top page. We have links to Washington cities, towns, and counties as
well as many Washington state agencies. Links are organized by subject on such
topics as finance, geographic information systems, personnel, planning, public
works, telecommunications, and more. You'll also find links to major professional
organizations such as Government Finance Officers Association, American Planning
Association, International City/County Management Association, and others. Some of the sites that MRSC staff has found to be of particular interest are
highlighted here. Check out the Washington State Legislature's home page (http://www.leg.wa.gov).
Governing Magazine (http://web.governing.com/governing/default.html) has "wonk
heaven," an extensive list of information sources on government and politics.
The National Association of Counties (http://www.naco.org/research/modprogs/modprogs.htm)
features a model programs database on its home page. It's here! A facelift of the main page of the MRSC Web site that hopefully
will make it more pleasing to the eye and easier to navigate. If you have any
comments or suggestions for the Web site, please do not hesitate to contact
Fred Ward, MRSC Information Services Specialist, by phone or via E-mail (fward@mrsc.org).
When firefighters enter a burning building, they can be effectively blinded
by the accumulation of smoke in enclosed spaces. Crawling on the floor and feeling
your way through a burning building is time consuming and hazardous. Now there
is technology to assist these dangerous search and rescue missions. A battery-powered,
thermal imaging system, weighing about three pounds, restoresvision to firefighters
in these critical life and death circumstances. A helmet-mounted unit costs about $25,000; a hand-held unit costs about $17,000.
Costs are likely to decrease as this technology becomes more common. Key to
this technology is a sensor that detects variations in thermal radiation from
objects to as little as 0.5 degrees Fahrenheit temperature difference. A processor
creates an image and transmits it to a CRT display. The image is superior to
that produced by infrared technology. Firefighters can use this device to see
through smoke, see body heat, and even see behind walls, floors and ceilings
to quickly locate the fire source. Search, rescue and firefighting operations
are faster and safer. Vancouver, Washington took delivery of its first device in February 1997. Soroptomists
International, assisted by a local television station that has featured news
stories about the lifesaving potential of thermal imaging, is leading a community
fund-raising effort that has generated considerable excitement and civic enthusiasm.
Citizen interest is especially high in poorer neighborhoods which experience
greater fire risks. The community has almost raised enough money for a sEcond
unit. Their goal is to buy a total of four units. For more information contact
City Councilmember Pat Jollota at (360) 695-3262 or Steve Streissguth, Division
Chief for Logistics, Vancouver Fire Department at (360) 892-4323.
This column contains summaries of recent inquiries answered by MRSC consultants. Combining Hearings - May a city combine a rezone hearing and
comprehensive plan amendment hearing dealing with the same subject on the same
night? Yes, and it makes sense because zoning must be consistent with the comprehensive
plan. RCW 36.70B encourages consolidation of hearings. One precaution should
be noted; RCW 36.70A.130 limits consideration of comprehensive plan amendments
to one time per year, except under specific circumstances listed in that statute. Environment - Must a city conduct a SEPA review for the demolition
of a building that is not categorically exempt from SEPA if an emergency situation
exists because of the danger of imminent collapse? No. Even though an action may not be categorically exempt under SEPA regulations,
SEPA review for that action may be avoided in an emergency situation. WAC 197-11-880
provides as follows: Actions that must be undertaken immediately or within a time too short to allow
full compliance with this chapter, to avoid an imminent threat to public health
or safety, to prevent an imminent danger to public or private property, or to
prevent an imminent threat of serious environmental degradation, shall be exempt. Mayor - Missed Meetings - Is there a vacancy in the office
of mayor if he or she misses three consecutive meetings? No. The statute that provides for a vacancy if three consecutive regular meetings
are missed applies to councilmembers and not to the mayor. There is no comparable
statute for the mayor. Public Records - What may the city charge for retrieval of
public records? It is clear that a city cannot charge for staff time spent in locating and
producing public records. A city may charge for the costs of copying public
records, including staff time spent in copying records. This is set at fifteen
cents a page in the statute (RCW 42.17.260 (7) & (8) and RCW 42.17.300)
unless the city can demonstrate that actual costs are higher. Residency Requirements - May a council-manager city impose
residency requirements on its officers and employees? No. Although RCW 35.21.200 allows cities in general to impose residency requirements
or preferences for its appointive officers and employees, statutes in the RCW
chapters governing the council-manager form of government specifically provide
with respect to appointees, other than the city manager, that "[r]esidence
within the city or town shall not be a requirement" (RCW 35.18.090) and
"[r]esidence within the code city shall not be a requirement" of appointment
(RCW 35A.13.110). The specific language in these statutes controls over the
more general one, RCW 35.21.200. The city manager, on the other hand, must be
a resident after appointment, unless that requirement is waived by the council.
RCW 35A.13.050. (In the December issue of Municipal Research News, we addressed the question
of residency requirements with respect to cities in general, but we neglected
to identify this difference in the law with respect to council-manager cities.) Sewer and Water Planning in Urban Growth Area (UGA) - Who
has priority for sewer and water planning in the UGA outside the city(city or
special district serving the area?) Both cities and special districts (as well as counties) have responsibilities
to plan services within the UGA, outside of cities. Under the Growth Management
Act (GMA), cities are considered the primary providers of urban governmental
services within the UGA (RCW 36.70A.210 (1)). In general, cities are the units
of government most appropriate to provide urban governmental services (RCW 36.70A.110
(4)). Cities must prepare a capital facilities element as a part of their GMA
plan identifying needed facilities and services and how they will be funded
(RCW 36.70A.070 (3)). Counties, in consultation with cities, must prepare county-wide
planning policies for continuous and orderly development and provision of urban
governmental services to such development (RCW 36.70A.210 (3)(b)). Sewer districts must adopt a general comprehensive plan for their respective
sewer districts (RCW 56.16.010), and water districts must adopt similar general
plans for water districts. The GMA does not say that all special districts providing
public services must suddenly go away. However, plans prepared by special districts
must comply with the comprehensive plans and development regulations developed
by cities and counties under GMA (WAC 365-195-770). Counties and cities have
the ability to reject or condition approval of district plans if they are inconsistent.
Where districts are already established, cooperation between cities and districts
will likely be needed to best provide services. Use of Collection Agencies - What statutes authorize cities
to use collection agencies for collection of city debts? RCW 19.16.500, enacted in 1982, authorizes all cities and towns to use collection
agencies "for the purpose of collecting debts owed by any person."
A debt can include utility bills, fines and other debts owed to the city. RCW 3.02.045 also provides specific authority to all courts of limited jurisdiction
to utilize a collection agency for collecting debts. The term debt as used in
this statute includes penalties, fines, costs, assessments, or forfeitures. Use of Collection Agencies - If a city wants to use a collection
agency to collect delinquent parking ticket fines or any other debt owed to
the city, must the city provide some sort of notice to the debtor to this effect? Yes. RCW 19.16.500 prohibits a governmental entity from assigning a debt to
a collection agency unless: (a) there has been an attempt to advise the debtor (i) of theexistence of the
debt and (ii) that the debt may be assigned to a collection agency for collection
if the debt is not paid, and (b) at least thirty days have elapsed from the
time the notice was sent. Use of Personal Automobile - What is the maximum amount that
the Internal Revenue Service will allow cities to reimburse employees for using
their own automobile? The limit for 1997 is 31.5 cents per mile. Any reimbursement over this amount
is taxable income for the employee. Use of Sidewalks - What is a city's liability for use of sidewalk
areas by private citizens? There is a general obligation on the part of cities to see that streets and
sidewalks are maintained in a manner that makes them reasonably safe for ordinary
travel. However, this does not make the city responsible or liable for any accident
that may occur in the sidewalk area. There is a relatively low likelihood that
a city would have any responsibility or liability for an accident that occurred
in the sidewalk area due to private activities being conducted there unless
the activity made the sidewalk unreasonably safe for travel. If the activity
completely blocked access to the sidewalk area for pedestrians or made it dangerous
to walk, then there could be reason for concern. However, normally the placement
of a planter box, bench or newspaper rack would not give rise to potential liability. 1-800-933-MRSC!
Before acceptance of a public works contract and release of retained funds,
cities and towns should, in addition to clearances from the Department of Revenue
(required in RCW 60.28.050) and from the Department of Labor and Industrial
Services (required in RCW 39.12.040), also obtain a Certificate of Payment of
Contributions, Penalties and Interest on Public Works Contract (EMS 8449 760
R7-84) from the Employment Security Department. This certificate ensures that
contractor and subcontractors have in fact paid any taxes due the Employment
Security Department, and that the Department has released its lien on the retainage,
per RCW 60.28.040. A few Washington cities have had to pay these taxes out of
their own funds due to premature release of retainange. Call John Carpita, MRSC Public Works Consultant, for more information.
Information Partnership Program The winter storms have dominated Washington news this season. Floods, slides,
and snow have caused an untold amount of financial hardship and, in some tragic
cases, loss of life. But circumstances could have been worse. Thanks to the
organizational efforts of city and town officials, in cooperation with county,
state, and federal governments, emergency disaster plans are being created and
employed to save lives and property. These plans ensure that emergency communications
and operations can succeed in mitigating a disaster by preparing for it in advance.
Each disaster scenario has dozens of factors to take into consideration, and
these plans are excellent resources in addressing each of them. We have received
many new ones this month and welcome you to peruse them. Also new this month:
employee performance evaluation forms. The Information Partnership Program seeks current materials from the cities
and towns of Washington. The materials received provide answers and support
to the challenges faced by municipalities every day. You may order the materials
listed below and on our Web site (http://www.mrsc.org) by contacting Julie Penny,
MRSC library at 1-800-933-6772 or (206) 625-1300; fax (206) 625-1220; or e-mail
us at mrsc@mrsc.org. Emergency Disaster Plans
Bellevue, [1 vol.] (PS 1.1000 B44 E54 1997); Coupeville, [1 vol.], 1996 (PS
1.1000 C691 E54 1996); Des Moines, [90 p.] (PS 1.1000 D44 E54 1992); Olympia,
[1 vol..], 1995 (PS 1.1000 O46 E54 1995); Port Townsend, [1 vol..] (PS 1.1000
P57 E54 1996); Sequim, [1 vol..] (PS 1.1000 S46 E54 1995) Emergency management operations plan for Okanogan County, Omak [1 vol..] (PS
1.1000 O361 E54 1995) Response/mitigation/recovery procedures for natural/manmade disasters, Port
Angeles, [1 vol.], (PS 1.1000 P54 E54 1996) Employee Performance Appraisals
Bellevue - Employee work reviews [6 p.] (PE 8.1000); Performance evaluation
for non-exempt employees [2 p.] (PE 8.1000) Camas - Performance evaluation forms from Engineering, Finance, Fire, Police,
Public Works, & Individual Career Development Plan from Police Dept. (PE
8.1000) Coupeville - Employee Performance evaluation form [1 p.] (PE 8.1000) Dayton - Performance evaluation form (generic) [2 p.] (PE 8.1000) Des Moines - Performance evaluation action form, City Manager evaluation, Parks/Public
Works employees, Professional/technical employees, Department Directors and
Division Supervisors [var. pagings]. 1992 (PE 8.1000) Olympia - Performance review: a guide for the performance review team [7 p.]
(PE 8.1000) Omak - Employee Performance evaluation form [6 p.] (PE 8.1000) Port Angeles - Employee Performance evaluation forms (generic and police dept.)
[11 p.] (PE 8.1000) Telecommunications Franchise Agreements Entered in 1996
Port Townsend - Cable television franchise agreement 1996-2011 [17 p.], 1996
(FR 4.3000)q Erica Zwick, Coordinator
Selected ordinances are listed in a monthly ordinance list posted on MRSC's
bulletin board as well as on our Web site at http://www.mrsc.org (go to "MRSC
Services" and click on "Library Services"). A database of ordinance
summaries is also posted. All cities and towns are directed to send a copy of
their ordinances to MRSC for inclusion in our ordinance pool. If you would like
copies of the items listed below please contact Julie Penny in our library at
(206) 625-1300. Adult Entertainment
Licensing - Issaquah Ordinance No. 2140 adopts licensing and operational regulations
for adult entertainment facilities, passed 12-96. (LR 2.4000) Zoning - Issaquah Ordinance No. 2126 provides definitions and sets standards,
passed 9-96; Location in Sexually Oriented BusinessOverlay Zone - Stanwood Ordinance
No. 983 (table), passed 1-97. (LR 2.3000) Annexation Council Representation for Newly Annexed Areas - Vancouver Resolution M-3071
establishes two temporary, appointive, non-voting positions on the council for
representatives of newly-annexed areas; desire is to build formal and informal
bridges to the citizens of the newly-annexed areas in order to heal and prevent
divisions within the community, passed 11-96. (G 3.1150) Finance Purchasing - Comprehensive Policy Established - Fircrest Ordinance No. 1127,
passed 8-96. (F 8.1100) Investment Policy - Monroe Resolution No. 96-18, passed 12-96. (F 5.7100) Licensing Tent Sales - Longview Ordinance No. 2643 amends provision, passed 12-96. (LR
68.1000) Business Licenses - Poulsbo Ordinance No. 96-30 amends and revises sections
of PMC chapter 5 including dance halls and cabarets, pawnbrokers and pawnshops,
taxicabs, and mobile home and recreational vehicle park operation, passed 12-96.
(F 5.2100) Pawnshops - Vancouver Ordinance No. M-3258 enacts a new chapter 5.48 VMC, passed
10-96. (LR 70.4000) Nuisances Offenses - Loitering in Park and Recreation Facilities - SeaTac Ordinance No.
97-1001, passed 1-97. (PS 7.4275) Begging - Lakewood Ordinance No. 106 prohibits aggressive begging, passed 12-96.
(PS 7.4270) Personnel Awards - Oak Harbor Ordinance No. 1076 establishes awards for city employees;
creates new code chapter "Program of Monetary Awards for City Employees,
" passed 12-96 (PE 8.3100) Planning Concurrency Management - Tukwila Ordinance No. 1769 provides standards for
the approval of permits, passed 7-96. (PL 8.6220) Police Community Police Advisory Board Established- Poulsbo Ordinance No. 96-23, passed
(PS 6.1500) Property Management Easements - Issaquah Ordinance No. 2134 delegates authority to accept and exchange
routine easements without approval from city council to the mayor, passed 12-96.
(PP 7.0000) Public Records Public Disclosure - Oak Harbor Ordinance No. 1062 creates a new chapter entitled
"Inspection of Public Records" providing to the public inspection
and copying of public records, passed 10-96; Public Disclosure - Inspection
and Copying Public Records - Westport Ordinance No. 1081, passed 11-96. (G 5.9500) Signs Sign Regulations - New Code - Issaquah Ordinance No. 2141, passed 12-96; Signs
- Sandwich Board - Sidewalk Sign Provisions - Vancouver Ordinance M-3266, passed
10-96. (LR 82.2000) Skateboards/Roller Blades Regulated - Montesano Ordinance No. 1378, passed 10-96. (LR 83.0000) Telecommunications Wireless Communications Towers - Telecommunications - Development Standards
- Stanwood Ordinance No. 980, passed 12-96. (PL 8.3725) Trees Conservation Ordinance - Vancouver Ordinance No. M-3286 adds a new chapter
to the city code, passed 1-97; Tree Board Created - Poulsbo Ordinance No. 97-05
establishes tree board to advise and educate on all issues pertaining to trees
in the city, passed 1-97; Tree Preservation - Vegetation Protection - Yelm Ordinance
No. 590, passed 12-96. (PL 5.7210) Utilities Storm and Surface Water Drainage Utility Established - Edgewood Ordinance No.
96-0015, passed 2-96; Kirkland Ordinance No. 3555, passed 12-96. (US 5.1000) Facility Charges - General Facility Charge to Address Future Annexations -
Issaquah Ordinance No. 2116, passed 8-96; Utilities - Facility Charges - Capital
Recovery Charges Established - Water, Sewer, Storm & Surface Water - Bellevue
Ordinance No. 4951, passed 12-96. (U 4.2000)
The MRSC library prepares a list of new acquisitions each month which is posted
on our bulletin board and on our Web site athttp://www.mrsc.org (go to "MRSC
Services" and click on "Library Services"). If you would like
to borrow one or more of these publications, contact Julie Penny in our library
at (206) 625-1300. Access to Electronic Public Records: A Summary of Current Trends, by Anneliese
May, Legislative Information Services, Washington, D.C., National Conference
of State Legislatures, 1996, 25 p. [IS 1.4000 A33 1996**] Benchmarking: A Method for Achieving Superior Performance in Law Enforcement
Services, by William G. Gay, Washington, D.C., National League of Cities, 1996,
ii, 38 p., ill. [G 9.7050 B45 1996] Building Successful Multicultural Organizations: Challenges and Opportunities,
by Marlene G. Fine, Westport, CT, Quorum, 1995, 215 p. [PE 4.7500 B85 1995] Developing Power Centers, Principal Authors-W. Paul O'Mara, Michael D. Beyard,
Dougal M. Casey; Contributing Authors-Dean Schwanke, Steven Fader, Urban Land
Institute, Washington, D.C., c1996, vii, 153 p., ill., photos. Analyzes the
unique aspects of power center performance, operations, and development practices.
Includes definition of power center and power center composition, development
issues, case studies, trends and outlook. [PL 5.2230 D455 1996] A Guide to Recreation and Park Agencies That Offer Programs for At-risk Youth,
by Lorina Espericueta Schultz, John L. Crompton, Peter A. Witt, Laura C. Kurk,
Department of Recreation, Park & Tourism Sciences, Arlington, VA, National
Recreation and Park Association, 1995, 53 p. [P 5.0000 G75 1995] Increasing Returns: The Economic Development Potential of Social Service Programs,
by Malcolm Bush, Sidra Goldwater and Sean Zielenbach, Chicago, IL, Woodstock
Institute, 1995, 36 p. Examines such social services as food programs, child
care, home based cottage industries as opportunities for job training and Economic
development. [ED 5.0000 B75 1995] Home from Nowhere: Remaking Our Everyday World for the Twenty-first Century,
by James Howard Kunstler, New York, Simon & Schuster, 1996, 318 p., ill.
Explores growing movement to restore the physical dwelling place of our civilization.
The author advocates a restoration of traditional architecture and town planning
based on enduring design principles. [PL 10.0000 H655 1996] Keeping the Lights on: A Primer for Local Governments on Utility Industry Restructuring
and Competition, Public Technology, Inc., Washington, D.C., PTI, 1996, 14 p.,
ill. [UE 1.4000 K44 1996**] Playground Safety Is No Accident: How to Conduct a Playground Safety Audit,
[videorecording], National Playground Safety Institute, National Recreation
and Park Association, Arlington, VA, 1992, 3 video cassettes (VHS) (118 min.),
(115 min.), (25 mins.), [P 6.3000 P539 1992 v.1-3] Reinventing Electric Utilities: Competition, Citizen Action, and Clean Power,
by Ed Smeloff and Peter Asmus; foreword by Amory Lovins, Washington, D.C., Island
Press, 1997, xv, 238 p. A history and analysis of the electric utility industry
and the trends and influences effecting its future. [UE 1.4000 R45 1997] Sustainable Community Development: Principles and Concepts, by Chris Maser,
Delray, FL, St. Lucie Press, 1997, xx, 257 p. A guide to sustainable community
development as a means of protecting earth's rapidly dwindling resources in
an era of increasing urbanization and population growth. [PL 14.1000 S98 1997] Workplace Security Guide, Office of the Attorney General [Washington State],
Christine O. Gregoire, Olympia, WA, 1996, 96 p. + appendix. This guide is intended
to identify and establish training and procedures to help workers protect themselves
from workplace violence. [PE 4.6310 W67 1996]
Thursday, Friday, Saturday
Seattle Center, Northwest Rooms, Seattle
Jan Klippert, Road Services Division at (206)296-6510 or Mary Pat Lawlor, Transportation
Planning at (206) 689-4758.
SALES TAX EQUALIZATION FOR 1997
TOTAL AMOUNT CERTIFIED FOR 1997
SPOTLIGHT ON... APWA
Municipal Research News - March 1997
FIREFIGHTERS VISION RESTORED: THERMAL IMAGING
EMPLOYMENT SECURITY DEPARTMENT CERTIFICATE REQUIRED BEFORE RELEASE OF RETAINAGE
FOR PUBLIC WORKS CONTRACTS
Municipal Research News - March 1997
Information Partnership Program